Yue-Loong Chang
Department of Psychology National Chengchi University
Kang-Ching Liu
Department of Psychology National Chengchi University
The purposes of this study were to investigate the validity of 360-degree feedback, and to compare 360-degree feedback with supervisor-rating on the prediction of leadership effectiveness. The researchers based on the needs of the companies, the model of Edwards & Ewen(1996), and Tsai(1996) to develop a 360-degree feedback questionnaire, to implement 360-degree feedback system, and to collect criteria data. There were nine raters for each manager, and 215 managers participated the research, and there were 1805 valid questionnaires. The results showed that the median validity of 360-degree feedback was between .35 and .67, and a 360-degree feedback could explain more criteria variance of leadership effectiveness than traditional supervisor-rating. Finally, the researchers discussed the limitations, and the suggestions of this research.
Keywords: job analysis, managerial competency, 360-degree feedback, leadership effectiveness, self-awareness, performance appraisal, succession plan, organization culture, organizational change, organization development